Employer Legitimacy and Recruitment Success in Small Businesses

By Ian O. Williamson. 2000

257 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d5b9618376e98183b0819c6694087776c7fe0166

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Slack resources, firm performance, and the institutional context: Evidence from privately held European firms (2017, background): “They frequently face more difficulties when recruiting employees because they are often unknown and lack legitimacy as an employer-of-choice compared to larger, public firms (Williamson, 2000).”
Contingent labor as an enabler of entrepreneurial growth (2003, background): “Williamson and colleagues (Williamson, 2000; Williamson et al., 2002) suggest that new firms lack both the resources and the legitimacy necessary to recruit the skills they need.”
Standing out: how new firms in emerging markets build reputation (2007, background): “…however, is of limited value for understanding how new firms in emerging markets build their reputations, because new firms lack reliable performance records (Gompers and Lerner, 2001), as well as the resources necessary to invest in relevant signals (Williamson, 2000; Pollock et al., 2004).”
A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism (2007, background): “Further, entrepreneurs must set the initial goals and reward structures for their workers (Williamson, 2000).”
Formal Development Opportunities and Withdrawal Behaviors by Employees in Small and Medium‐Sized Enterprises (2010, background): “Commentators have suggested that SMEs may have particular difficulty in retaining employees because SMEs are likely to have lower levels of perceived employer legitimacy than larger firms (Williamson 2000).”
Smaller but not necessarily weaker: How small businesses can overcome barriers to recruitment (2002, background): “Thus, institutional pressures are likely to constrain organizational efforts to recruit skilled professionals (Williamson, 2000).”
A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups (2005, background): “To offset the uncertainty surrounding TMT sel ion, Williamson (2000)suggests that new ventu ounders seek advice from those nearest to them earch for successful models to learn from. Indee ecent study byWilliamson and Cable (2003) lends mpirical support to the proposition that founders t o select TMT”